PMI-MN PDD Symposium October 3, 2013 - mydlc.commydlc.com/pmi-mn/PDD/2013_2_s4_Offsite_On...

9/30/2013

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Enhanced Performance. Enduring Results.1

Andrea Brockmeier, PMPDirector of Training ServicesWatermark Learning

PMI-MN PDD SymposiumOctober 3, 2013

www.WatermarkLearning.com

Enhanced Performance. Enduring Results. ©

Andrea Brockmeier, PMPWatermark LearningDirector of Training Services

• Over 20 years of project managementpractitioner and training experience

• Regular contributor to industry enews,including ProjectTimes.com andProjectsAtWork.com

• Been developing Project ManagementProfessional (PMP®) certification trainingsince 2000

• Has taught thousands of students since 2001

Earn 1 PDU for attending today’s symposium

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After this presentation you will be able to dothe following: Identify keys to preparing a team to work

together effectively in a virtualenvironment.

List strategies for getting virtual teammembers to connect with each other andthe team.

Incorporate team-building tactics tostrengthen and develop a virtual team.


Preparing for Virtual Teamwork◦ Ground rules◦ Communication standards

Engaging Virtual Team Members◦ “eCourtship”◦ Virtual “drive by”

Building the Virtual Team◦ Strengthening the links◦ Celebrating

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Same Time, Same PlaceFace-to-Face

Same Time, Different Place-Synchronous-

Different Time, Same Place-Asynchronous-

Different Time, Different Place-Asynchronous-

Zofi 2012


Workers who work at client sitesand rarely or ever going to

a “home” office.

Workers who work from home andperiodically go in to an office.

Workers who work in officelocations different than others

with whom they work.

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Team members clusteredin multiple locations.

Individuals dispersed in separatelocations.

Clusters in one location andindividuals dispersed offsite.


▶ Often speak differentlanguages

▶ Often multi-cultural

S e p a r a t e d b yT i m e

a n d / o rS p a c e

Little or no face time

Groups of interdependent memberswith a common goal

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▸ Unnatural*▸ Lower context

That means more missing clues andmore guessing.

▸ Labor intensiveIt simply takes more time and effort.

*Sheridan 2012

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▸ Make it less unnatural

▸ Provide missing context

▸ Reduce the effort required





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DiscussionWhich statement below best describesyour sentiment about Ground Rules?

o I don’t care for them. They seemchildish and patronizing.

o They are a good idea, but no one everfollows them.

o I like them as long as I don’t have toenforce them.

o I like them and am happy to enforcethem.


In the absence of information orevidence to the contrary, people willgenerally make something up that is

worse than reality!

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He soundspretty crabby.Gee-whiz. Iwas only oneday late withthat report!


I hate it when mymanager unloadsa ton of new onme right before

these conferencecalls!

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I sent her thatemail yesterday.She obviously

isn’t too excitedto be a part ofthis project.


I really want to be apart of that project. Iwant to think things

through carefullybefore responding to

his email.

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Examples:▶ We will always consider our MRI (most respectful

interpretation).▶ If we have a conflict or issue with a team member,

we will first discuss it with them by phone (or highestcontext communication option).

▶ We will only use communications technologies thatare available to all team members.

▶ We will keep each other informed of ourwork/progress.

• We will post daily to the team website or log.


Examples:▶ We will keep each other informed of our availability.

• We will set Out of Office and Voicemail greetingsindicating when we will return if away from our desk formore than XX minutes/hours.

▶ We will use the “Request a Read/Delivery Receipt”only for emails flagged with High Importance.

▶ Emails and voicemails will be acknowledged orreturned within ____ minutes/hours.

▶ Meeting requests will include time zone of personscheduling meeting in the subject.

• Status Meeting 10:00 MST

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“What it boils down to is employeeengagement…The most important

quality of successful virtual employeesis engagement. A culture of

engagement across locations fostersincredible business outcomes.”

Sheridan 2012

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I love this! No oneto bug me and inmy fuzzy slippers.

This rocks!I miss my team!

I am so sick of thisroom! Why wasn’tI invited to Amal’s

presentation?

This is pretty nice,although I wonder

how Amal’spresentation went?

I love this! No oneto bug me and inmy fuzzy slippers.

This rocks!


How Connectedare

Team Members?

Do they care aboutEach other? The team? The organization?

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Scenario:You, Steve, and Trina are three of 20 peopleparticipating in a meeting via conference call. Themeeting lasts for two hours and everyone comes out ofthe meeting with action items assigned to them. Youreceive an email from both Steve and Trina about threehours after the meeting in which they request differentinformation from you. Steve needs some numbers froma report you ran last year; Trina needs a list ofstakeholders from a project you managed earlier in theyear. Both requests are a medium urgency and will takeabout the same amount of time.


What you know about Steve:He works in the Toronto office. His title is Project Team Lead.He reports to Ronald. He started before you did. He soundslike he’s in his 30s or so. His employee number is 6433.

What you know about Trina:She works for the Anchorage office. She was promoted to ProjectTeam lead after only a few months in her previous position and isfeeling a little overwhelmed. She reports to Ronald and sits in acube next to a window overlooking a lake. She has been with thecompany for three years and is well-liked. She lives with her brotherand his family. She is 32 and enjoys dog sledding. Her beloved leaddog, Borealis, who has lead Trina to several regional dog sled racingchampionships over the last five years, recently suffered a brokenleg.

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DiscussionIs your response to Steve and

Trina’s emails likely to be the same?

If not, how might it differ in terms ofurgency, investment of time, or content?


People feel connectedwhen they feel

like theymatter !

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Resist the temptation to jumpright to business!

Ice-breakersPersonal good news

Share something about yourself


“Small” talk Chit chat Discussing relatively unimportant,

non-urgent things usually aboutourselves!

What could be easier?Does anyone find this difficult?

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What is an office drive-by?Are they planned or not?

Are they a good use of time?


Team members need to know they areIMPORTANT!

Hey Elena, I am justcalling to say hello.Is there anything I

can do for you?

Hey Elena, how arethings going on thatdeliverable you’vebeen working on?

Hey Elena, how arethings going on thatdeliverable you’vebeen working on?

Hey Mario, I am justcalling to say hello.Is there anything I

can do for you?

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Create a rotating “buddy” system

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Pair team members to Seek input from buddy on periodic

basis Learn a new tool Share something about each other in

weekly meeting


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Celebrate DifferencesCultural, Geographic, Personal

Celebrate to Bridge DifferencesTime and Space


Bridge Time with a Celebration Board Define a physical space on a white board or bulletin

board in common space. At particular milestones or “Woohoo” points

(defined ahead of time or spontaneous), writecongratulatory notes or comments.

Woohoo to Carlos – His handling of our #1 Risk (serverfailure) mitigated huge time/money losses. Nice job getting thatplan approved and implemented! Share a Woohoo – treats oncupboard.

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Bridge Space with aBirthday Favorite Video Contest

Request that each team member send the birthdayperson a favorite music or Youtube video. Considertechnical constraints. Define guidelines for timespent looking, length of video, appropriateness, etc.

Birthday person chooses their favorite and shares itwith the team at the next team meeting.





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Training organization established in 1992, offering privateand public classes in a broad range of training programs:◦ Business Analysis◦ Project Management◦ Business Process Management◦ Agile◦ “Influencing Skills”

Industry Partnerships◦ An “original” PMI® Global Registered

Education Provider◦ A Charter IIBA® Endorsed Education

Provider◦ Offering BA, PM, and BPM Certificate

programs through Auburn Universitywww.WatermarkLearning.com


Visit our web site for valuable and freeindustry resources:

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Brockmeier, Andrea (2012, October 30). Conference call best practice – If one is virtual, all arevirtual, Watermark Learning ProjectBrief Blog (www.watermarklearning.com).

Brockmeier, Andrea (2010, March 22). Culture and Communications, Watermark LearningProjectBrief Blog (www.watermarklearning.com).

Fisher, Kimball, and Mareen Fisher (2011) Manager’s Guide to Virtual Teams. New York, NewYork: McGraw-Hill.

Larson, Elizabeth, and Richard Larson (2012) The Influencing Formula: How to Become a TrustedAdvisor and Influence Without Authority.

Larson, Richard (2010, January 29). Top Fundamentals for Successful Virtual Meetings,Watermark Learning ProjectBrief Blog (www.watermarklearning.com).

Sheridan, Kevin (2012) The Virtual Manager: Cutting Edge Solutions for Hiring, Managing,Motivating, and Engaging Mobile Employees. Pompton Plains, New Jersey: Career Press.

Zofi, Yael (2012) A Manager’s Guide to Virtual Teams. New York, New York: AmericanManagement Association.

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